Optimization of Hull Painting Jobs

1

Optimization of Hull Painting jobs

Table of contents

III

IV

II

Outline of Theme I

2

V

VI

Detailed content of each subject

Deducting subjects

KPI monitoring

Plan Afterward

Prompt actions

I Outline of theme

Theme’s Scope 1

2

3

4

Driving Background

Target

Organization

5 Progress

Table of contents

3

1. Theme Scope

Erection Team

Accommodation Team

Outfitting Team surface

preparation painting

Our Project Scope is to optimize Hull Painting activity (P/E, Dock, Quay area), but also to increase accuracy of pre-processes which generate rework for painting.

OWNER

Internal L/T standard for main areas

Owner satisfaction

Generate rework

☞

Electrical Team

Block Painting Team

Preoutfitting Team

inspection

HULL PAINTING PROCESS

PRE-PROCESS

Development & monitoring middle schedule for dock

and quay area

4

Support Team

Assembly Team

2. Driving Background – Rework

5

55%

10%

28%

17%

2. Driving Background

6

6,968

2,313

7,350

15,527

11,652

2,311

6,474

1,649

8,125

5,174

4,023

2,007

5,5706,063

4,735

569992

1,362

2,652

00

4,000

8,000

12,000

16,000

Req

App

Rework influence to Hull Painting correlated with Back Charge reports 2011

MH

Reduce add paint consumption

Reduce L/T for ballast tank

Reduce

rework

12% (20% ) 15%

112% (20% ) 140%

34 days 23 days (30% )

Item As-Is To-Be (Goal)

3. Target

Quantitative Target

7

Unit

%

days

%

Container ship

Bulk carrier 26% 21% (20% )

Qualitative Target

1. Monitoring & control of works using L/T standard;

2. Improve communication between departments;

3. Increase self control;

4. Training & feed-back for problems issued by production process;

5. Elaboration of internal schedule based on Middle Schedule;

6. Increase responsibility of persons from production.

* For Portcontainer & Tanker projects.

Sponsor

Batch coordinator

Division Head

Leader

Vrinceanu Stefan

Shipyard cometee

Theme

coordinator

Full time member

Team Leader

Full time member

TESA TESA

8

PREOUTIFITTING DIV.

HULL OUTOOR DIV.

Attending Organizations

OUTDOOR OUTFITTING DIV.

DESIGN DIV.

MATERIAL DIV.

PRODUCTION CONTROL DIV.

4. Organization

MANAGEMENT PLANNING DIV.

5. Progress

Issue tree

Data Analysis

PLA

As-Is VSM

Prioritize causes

Cause Analysis

Deducting subj.

Forming Action

Plan

Prompt action

Concretizing and

developing each

subjects

Review and verify

theme’s target

periodically

Deducting KPI

Contract of MOU

Driving each Subjects

KPI mgmt

Clarify R&R

Standardization

Habituation

Standard-ization

(06/04)

3weeks

Definition of problem

3weeks

(27/02) (16/03)

Start

Deducting Subjects

Pj. Chart

Draft issue tree

Background

(03/05)

4weeks 11 Months 8weeks

Kick-off Mid. report Action report Proj. closing

report

(May`13)

9

(29/06)

Deducting subjects II

2 Issue Tree

3 Deducting Subjects

1 As-Is Analysis

4 To-Be Design

Table of contents

10

As-Is Process Loss Analysis

ELECTRICAL

TEAM

Legend:

PROD

PLANNING

STRATEGY

PROD

CTRL

DIV

Departments

Problems

ACCOM

TEAM

DESIGN

DIV

MATERIAL

DIV

ERECTION

TEAM

OUTFITT.

TEAM

Install scaffolding

Joints & Fairing

Control & monitoring progress

Surface preparation

Inspection for

scaffolding area

1. As – Is Analysis PLA for Engine Room

HULL

PAINT

SCAFF

TEAM

QC

PAINT

Issue Erection Network

Issue paint POR

Supply Paint

Supply materials

Pipe joints, System

completion, Insulation

Hot work

Cable install

Joints, Fairing,

Insulation

Apply 1st & 2nd

coat

Remove scaffolding

11

Job unfinished (hot work)

Process

New burns after painting

Incomplete saturation

Dust contamination

Improper protection for equipments before P/T &

F/C1

Contamination with paint due to improper

protection

Many burned areas due to pre-process mistakes

Poor cleaning during working

1. As-Is Analysis – ballast tank L/T for bulk carrier

Air test

Box Schedule

Launching Schedule

Foreman schedule Foreman schedule

Fin I

CR CR

CT=16.6 days

LT= 34.3 days 0.1 d

4 d 0.2 d 3 d 0.5 d

PCE= Σ CT / Σ LT x 100%= 16.6 d / 34.3 d x 100 = 48 % ** PCE = Process Cycle Efficiency = Σ CT / Σ LT x 100% CT: only adding value LT: include CT and non adding value activities.

As-Is VSM

FC2

SC 2

I scaff

PT I FC1

SC1 Remove

scaff. Welding tech op.

Install scaff

Erection Sea Trial

0.1 d 0.5 d 0.5 d

0.5 d

0.5 d

5 d

0.5 d

1.2 d

1 d

7 d

3 d

6 d

0.5 d

0.2 d

3 d 0.2 d 0.5 d 2 d 0.5 d 3 d 0.2 d 4 d 3 d 0.2 d

Hull Painting

Prod. Control

GAP

GAP

12

2. Why Issue Tree

13

2. Why Issue Tree: Summarized

Why we must improve / optimize

hull paint jobs

Man & Method

Communication

Environment

Control &

Monitoring

Material

Careless during working

Low management (foreman level)

Missing training after receive feed-back problems

Poor mentality / responsibility

High nr. of beginners (designers) creates less accurate drawing

Improper L/T standard for main activities

Working sequence not followed

Poor self control (foreman & workers level)

Poor weekly schedule for Hull Painting foreman

Lack of communication between departments

Not give feed-back from post-process to pre-process

Missing reports for paint consumption – Hull Painting

Missing monthly meeting Production, Design & Material Division, regarding paint (consumption, stock, procurement)

Missing material items from pre-process generate rework in post-process

Weather condition has impact for outside areas

Contamination with dust & water of blocks during buffer time in Sahara area

Middle schedule for dock & quay stage issued by Management Planning Division. Start implementation with 1057-1058 pj.

14

2. How Issue Tree

15

16

2. How Issue Tree: Summarized

How to improve/ optimize hull

painting jobs ?

Man &

Method

Control & Monitoring

Communication

Material

Environment

Training Internal training for internal rework & countermeasures

Internal L/T standard for main areas (E/R, cargo, ballast, …)

Training sessions for pre-process members

L/T standardization External L/T standard for main activities from pre-process

Increase accuracy for design activity

Training for designers without experience & monitoring their activities

Save paint Protect and keep clean areas during working

Middle schedule Development & monitoring middle schedule for Dock & Quay stage (1057-1058 pj.)

Weekly schedule All painting foreman to make and keep weekly schedule

Self control Enhance self control & use self control sheet

PM control Keep working sequence & increase control decision of PM

Feed-back Make report / feed-back from post-process to pre-process

Improve communication Share information between departments at G/L & foreman level

Paint consumption Start make monthly report for Hull Painting consumption

Monitoring & control of areas with high consumption

Common meeting Organize monthly meeting for paint material status between Design, Procurement, Production

Reduce missing materials items

Increase PML accuracy 100%

Increase responsibility for foreman & workers regarding caring out of outfitting, equipments, others

Weather condition for outside areas Create buffer time on scheduling for painting activities

Contamination with dust Concrete Sahara area

3. Deduction of subjects

◈ Deducting 4 subjects from 12 root causes

Subjects Root Causes

Lack of communication between departments and working

sequence not followed

Low internal management (foreman level)

Middle Schedule for dock and quay stage

Missing reports for paint consumption

Missing materials items from pre-process generate rework in

post -process

Careless during working (generate contamination)

Missing L/T standard for main activities

Missing training after feed-back problems

Missing monthly meeting regarding paint (Design, Production, Material )

Weather condition has big impact for outside areas

Poor mentality / responsibility

Design accuracy (mistakes, revisions, WP, PML )

Enhance planning of painting activities from dock & quay stage

Minimize rework

Implementation of L/T standard (included in BMSW) for

Hull Painting activities (main areas)

4 Report & monitoring paint consumption

17

2

3

1

To-Be Process Loss Analysis

ELECTRICAL

TEAM

Legend:

PROD

PLANNING

STRATEGY

PROD

CTRL

DIV

Departments

Solutions

ACCOM

TEAM

DESIGN

DIV

MATERIAL

DIV

ERECTION

TEAM

OUTFITT.

TEAM

Install scaffolding

Joints & Fairing

Control & monitoring progress

Surface preparation

Inspection for

scaffolding area

4. To – Be Analysis PLA for Engine Room

HULL

PAINT

SCAFF

TEAM

QC

PAINT

Issue Erection Network

Issue paint POR

Supply Paint

Supply materials

Pipe joints, System

completion, Insulation

Hot work

Cable install

Joints, Fairing,

Insulation

Apply 1st & 2nd

coat

Remove scaffolding

18

Process

Reduce rework from pre-process

Confirm completion ratio by QC

Avoid dust contamination !

Avoid contamination with paint due to

improper protection !

Inspection for protection of

equipments before P/T & F/C1

Keep cleaning during working and monitoring

4. To – Be Analysis – ballast tank L/T for bulk carrier

Air test

Middle Schedule

Launching Schedule

Foreman schedule Foreman schedule

Fin I

CR CR

CT=16.6 days

LT= 23.3 days 0.1 d

3 d

0.2 d 2 d 0.5 d

PCE= Σ CT / Σ LT * 100% = 16.6 d / 23.3 d x100 = 71 % ** PCE = Process Cycle Efficiency = Σ CT / Σ LT * 100% CT: only adding value LT: include CT and non adding value activities.

To-Be VSM

FC2

SC 2

I scaff

PT I FC1

SC1 Remove

scaff. Welding tech op.

Install scaff

Erection

Sea Trial

0.1 d 0.5 d 0.5 d

0.5 d

0.5 d

3 d

0.5 d

0.2 d

1 d

4 d

3 d

3 d

0.5 d

0.2 d 3 d

0.2 d 0.5 d 2 d 0.5 d 3 d 0.2 d 4 d 3 d 0.2 d

Hull Painting

Prod. Control

Prod Strat. Plann.

19

How: - Proper MP allocation; - Increase monitoring & involvement by Foremen; - Monitoring of recoating interval; - Avoid internal rework; - Avoid painting with baby roller or brush, in case of small DFT and use spraying method; - New painting procedure.

All this methods will be monitoring by Hull Painting Group Leaders .

Detail contents of each subject III

2 Minimize rework

3 Implementation of L/T standard for Hull Painting activities (main areas)

1 Enhance planning of painting activities from dock & quay stage


Table of contents

20

1. Enhance planning of painting activities from dock & quay stage

21

Inaccurate Dock & Quay Middle Schedule by project. Low control and monitoring of all activities on board. Insufficient and old painting equipments :

As - Is

To - Be Improve Dock and Quay Middle Schedule based on monitoring and feed-back.

Increase control and monitoring of all activity on board by Project Managers and Hull Painting Group Leaders. Identify optimal solutions for equipments especially cherry-pickers, dehumidifiers, washing machine.

Equipment type Older then 10 years Rented in 2011 year Damaged ratio

Cherry pickers 7 pcs /1996 8 pcs / 12 month 3 pcs

Vacuum recovery 1 pcs / 1992 3 pcs / 1997

- -

Dehumidifier 1 pcs / 1992 3 pcs / 1997

11 pcs / 6 month -

Electrical heater 10 pcs / 1997 - 2 pcs

Washing machine 1 pcs / 1986 3 pcs / 1998

- 1 pcs

22

To - Be


23

Action In charge Plan Frequency

Dock & Quay Middle Schedule implementation and following at Foreman level through weekly schedule, and feed-back at the end of the week.

Mr. Vrinceanu S. W25 Weekly

Project Managers: - Decisions taken by oneself in proper time (after all involved data was collected). - Checking delivery of all working jobs which must be done in previous stage and after that to give permission to start next working stages. - “Increase control for pre-processes and support of painting activities” TFT with involved departments.

Shipyard cometee W25 Daily

Hull Painting Group Leaders: to be as key persons for each project (responsible with all painting jobs on board).

Team leader. W25 by project

Make Equipment Schedule taking in consideration all 4 seasons based on Dock & Quay Middle Schedule.

Mr. Vrinceanu S. W25 3 month

Identify optimal solutions for equipments: replace the older and avoid to rent other equipments. (Will be organized TFT with involved departments).

Mr. Vrinceanu S. August -

Action plan

23


2. Minimize rework

24

As – Is Data was taken from last projects

Type Pj. Area Corresp Actual Diff Eff’y Rework MH

MH MH MH (%) External Internal Total (%)

Bulk carrier

1

Engine Room 3,973 5,287 1,314

69%

1,058 264 1322

25% Cargo 6,508 9,918 3,410 1,984 496 2,480

Accommodation 722 938 216 187 47 234

Total 11,203 16,143 4,940 3,229 807 4,036

2

Engine Room 1,541 2,241 700

58%

448 112 560

25% Cargo 5,659 10,374 4,715 2,074 519 2,593

Accommodation 1,191 1,702 511 341 85 426

Total 8,391 14,317 5,926 2,863 716 3,579

2. Minimize rework

25

To - Be

Pj. As-Is To-Be

Rework MH (%) Rework MH (%)

1 4,036 25% 3,229 20% (20% )

2 3,579 25% 2,863 20% (20% )

Action plan

*Target for next period is to reduce actual value of rework with 20 percent (internal + external).

Action In charge Starting

when Frequency

Rework External reducing by making and sending Back Charge report to Pre-Process to do internal analysis and meeting for finding solutions to finalize in proper time their jobs. Also send for information to Production Control Division and Production Strategy & Planning Team.

Hull Painting Team key persons

w19 weekly

Rework Internal reducing by countermeasures and training of workers and Foremen for improve their skill and advance preparation of working areas.

HRM w25 weekly

3. Implementation of L/T standard for Hull Painting activities (main areas)

26

As - Is

Improper standards for hull painting activities.

L/T Standard for Hull Painting activities and implementation at Foreman level, then will be distributed to Production Control Division and Production Strategy & Planning Team .

Action plan

To - Be


when Frequency

Standardization of painting activities L/T for main areas by collecting data from production and will make by vessel type, taking in consideration all four seasons and all necessary painting equipments. Will be distributed to Hull Painting G/L the standard sheet to settled working times and send feed-back.

Mr. Vrinceanu S.

w25 -

Foremen will make weekly schedule based on L/T standard, posted on Mieruka board, keep working progress.

Hull Painting Team Foreman

w30 weekly

27


27

Standard for ballast tank

4. Report & monitoring paint consumption

28

As - Is Monthly Paint Consumption format, which includes: Consumption, POR, Stock Quantity, Remain Quantity .

To - Be Two times/month Paint Consumption report including costs: * Additional paint consumption reducing ratio is correlated with painting rework amount.

Action plan


when Frequency

Paint Consumption report (including costs) - make & keep up to date every two times/month and at delivery of the vessel.

TESA w21 monthly

Meeting with Design Div., Materials Div., Production Control Div., Preoutfitting Div. to discuss any problems based on Paint consumption report and find solutions to solve them.

TESA w21 monthly

Change actual system of paint management trough split in two independent parts actual paint store start with Zodiac projects.

TESA w20 -

Prompt actions IV

2 Minimize rework

3 Implementation of L/T standard for Hull Painting activities (main areas)

1 Enhance planning of painting activities from dock & quay stage


Table of contents

29

30


30

All production groups made weekly schedule based on “Dock & Middle Schedule”. Weekly schedule is kept updated and is posted on MIERUKA board, also is posted in Hull Painting meeting room. Hull Painting Group Leaders was appointed as “key person” for ongoing projects.

Was made part of “Equipment schedule” (Cherry picker Schedule) and we continue with equipment scheduling for final form till week 25. “Optimize of painting equipments” TFT with involved departments, will be organize in week 31. “Increase control for pre-processes and support of painting activities” TFT with involved departments ( start week 30 ).

31


Sample of weekly schedule:

Prepared Sen. Ass. Manager

Sen. Manager Director

HULL PAINTING TEAMN - HULL 3 Gr. (Macariu Gabriel) MACARIU GABRIEL Popoiu M. Dragoi E. Vilcu E.

No. Area / Project Foreman Subcontr.

PROGRESS

MAY JUN

week 19 week 20 week 21 week 22

7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3

1056 PUNTE TEUGA DELU PLAN PT TU1 TU2 CR CR CR CR CR CR CR CR3 CR3 ASK

ACTUAL PT TU1 TU2 TU2 CR2 CR CR CR

1056 CATARG FWD DELU PLAN CR CR CR DS F PT TU1 TU2 CR CR F

ACTUAL CR CR CR DS F

1056 C /H1 FLOOR SALI PLAN PT PT FC1 CR CR CR CR CR CR CR CR CR

ACTUAL PT PT FC1 CR CR

1056 CH /4 FLOOR DELU PLAN PT PT FC1

ACTUAL

1056 CH /5 FLOR DELU PLAN PT PT FC1 CR CR CR CR CR CR CR

ACTUAL PT PT FC1 CR CR

1056 CH /6 FLOOR DELU PLAN CR CR CR CR CR CR CR

ACTUAL CR CR

1056 LOWER STOOL /CH6 DELU PLAN CR CR CR CR CR CR CR CR CR CR CR F

ACTUAL CR CR CR CR CR

1056 LOWER STOOL CH 5 SALI PLAN CR CR CR CR CR CR CR CR CR CR CR F

ACTUAL CR CR CR CR CR

1056 LOWER STOOL CH 4 SALI PLAN CR CR CR CR CR CR

ACTUAL CR CR CR

1056 LOWER STOOL CH 1 TEODOSIE PLAN CR CR CR CR CR CR CR CR CR F

ACTUAL CR CR CR CR

1056 UPER /STOOL /CH1 TEODOSIE PLAN CR CR CR CR CR CR F

ACTUAL

1056 UPER STOOL CH4 SALI PLAN CR CR CR CR

ACTUAL

1056 UPER STOOL CH5 SALI PLAN CR CR CR CR CR CR F

ACTUAL

1056 UPER STOOL CH 6 DELU PLAN CR CR CR CR F

ACTUAL CR CR

1056 RGM TOP PLATE CH5 DELU PLAN FC2 CR2 FC3 CR3 CR3 CR CR CR CR CR CR CR

ACTUAL FC2 CR2 FC3 CR CR

1056 RGM TOP PLATE CH6 TEODOSIE PLAN FC2 CR2 FC3 CR3 CR3 CR CR

ACTUAL FC2 CR2 FC3 CR CR

1056 CAPACE CH5 SALI PLAN TU1 TU2 FC3 CR3 CR CR CR CR CR

ACTUAL TU1 TU2 FC3 CR3

1056 CAPACE CH6 DELU PLAN TU1 TU2 FC3 CR3

ACTUAL TU1 TU2 FC3 CR3

1056 LSFO TK TEODOSIE PLAN CL CR CR CR CR CR F

ACTUAL CL CR CR CR F

1056 VS ER PS TEODOSIE PLAN CR CR CR CR F

ACTUAL CR CR CR CR F

1056 ACMD INSIDE 903--905 SALI PLAN CR CR CR CR CR CR CR CR CR CR CR CR CR CR CR

ACTUAL CR CR R CR CR CR CR CR CR CR CR

1056 ER BILGE PS SALI PLAN PT CR1 CR CR CR CR CR

ACTUAL PT CR1

1056 ER PS LEVEL 1 2 3 TEODOSIE PLAN CR CR CR CR CR1 CR CR CR CR CR CR CR CR CR CR CR CR CR CR

ACTUAL CR CR1 CR CR CR CR CR CR CR CR CR

1056 SANTINE CH 1 5 6 SALI PLAN CL CL CR F

ACTUAL CL CL CR F

1056 VENTILATII ER STB DELU PLAN CR CR F

ACTUAL CR CR F

1057 ER STB PLAN CR CR DS CL CL CL

ACTUAL CR CR DS CL CL CL

1057 RGM CH3 PLAN FC1 SC1 FC2 CR2 CR2 FC3 CR3 CR3 FC3 CR3 CR3 CR3 CR3

ACTUAL FC1 SC1 CR1 CR1 FC2 CR2

1057 RGM CH4 PLAN FC1 SC1 CR1 FC2 CR2 CR2 FC3 FC3 CR3 CR3 CR3 CR3

ACTUAL FC1 SC1 CR1 CR1 FC2 CR2 CR2

31

32


Weekly schedule posted on MIERUKA board:

32

33


Equipment schedule (cherry picker schedule):

CHERRYPICKER SCHEDULE

PROJECT

JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER

22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

1056 4 2 3

HO

LID

AY

HO

LID

AY

1057 8 11 8 6 4 4 4

1058 2 2 2 6 8 8 4 4 6 8 8 8 8 4 4 4 2 2

TOTAL 1056/57/58 12 13 11 8 6 6 10 8 8 4 4 6 8 8 8 8 4 4 4 2 2

4091 2 2 2 2 2 2 2 2 2 2 2 3 3 6 8 8 7 7 6 6 6

4092 2 2 2 2 2

GRAND TOTAL 12 13 11 8 6 6 10 10 10 6 6 8 10 10 10 10 6 6 7 5 8 8 8 9 9 8 8 8

33

2. Minimize rework

34

Results of rework by delivered projects

Type Pj. Corresp Actual Diff Eff’y Rework MH

MH MH MH (%) Total (%)

Bulk carrier

1 56 637 95 073 38 436 59.6 23 061 24.3

2 54 999 84 771 29 772 64.9 19 351 22.8

3 49 917 91 669 41 782 54.4 22 980 25.1

4 46 572 77 930 31 358 59.8 18 814 24.1

Type Pj. Corresp Actual Diff Eff’y Rework MH

MH MH MH (%) Total (%)

Bulk carrier

1 11 688 16 691 5 003 70 3 502 21

2 2 213 11 123 8 910 20 1 782 16

3 14 120 22 474 9 354 62.8 5 246 23.3

4 31 505 38 201 6 696 82.5 5 524 14.5

5 7 588 8 196 608 92.6 563 6.9

TOTAL 67 114 96 685 29 571 16 054 16.6

Results of rework by projects : April, May and June 2012

35

2. Minimize rework

35

External rework : - already start and keep making Back Charge, which is sending to Operational Team for summarize into a data base and send to preprocess for finding solutions to finalize their jobs in proper time, also sent to Production Control Division. - all Back Charge from Hull Painting Team is archived. Internal rework : - was prepared one training program for Foremen and workers . - will be presented CRI and NCR ( with painting activities ) from delivered projects and countermeasures do not repeat for next projects . - during Monday Ban-Meeting, foreman must present some examples with internal rework and will explain in detail the correct method to avoid complains and wastes.

36

2. Minimize rework

36

Sample for Back Charge:

Ascertainment document

37

2. Minimize rework

37

Sample for Back Charge:

Observation report

38

2. Minimize rework

38

Internal training – “Storage and management of waste paint resulting from painting works, as required by environmental and internal regulations “ Training period – 3 weeks ( week 21 ~ 23 ) Attendees - all foremen and workers ( 16 Bans)

Sample for Training

Attendance

39


39

Standard sheet L/T for ballast tank: - was distributed to Hull Painting Group Leaders and clarify with them what is necessary to do. - start collected data from production - working time will be monitoring start with NEXT project Ballast tank L/T standard : - final date will be on week 34 (for container ship) - was made ballast tank L/T analysis for project 1 (for reference) Continue to prepare standards with L/T for cargo holds, hull outside, E/R.

40


40

Paint consumption report, for monitoring and monthly meeting:

ITDSC

KC MARITIM

POR QTY BLOCK POR QTY HULL TOTAL POR BLOCK-HULL POR TOTAL QTY

(L)

FROM MAGICS

SUPPLY QTY (L)

FROM MAGICS

CONSUM BLOCK-HULL

TOTAL CONSUM QTY (L)

SPEC. ADD. SPEC. ADD. BLOCK QTY

(L) HULL QTY (L)

BLOCK QTY (L)

HULL QTY (L)

IP-Interlac 665CLB000 White 8,242 0 1,216 2,000 8,242 3,216 11458 11520 6,500 3,020 9,520

IP-Interlac 665CLL 274 Red 0 0 923 0 0 923 923 960 0 60 60

IP-Intersmooth 7465HS BEA774 Brown 11,646 0 775 0 11,646 775 12421 12480 8,657 1,000 9,657

IP-Intersmooth 7465HS BEA777 Red 5,121 0 8,930 0 5,121 8,930 14051 14100 4,160 2,960 7,120

IP-Intergard 162 FAA260/262 Off White 5,127 0 8,814 0 5,127 8,814 13941 14020 3,740 1,240 4,980

IP-Intergard 263 FAJ034/FAA262 Light grey 7,669 0 510 0 7,669 510 8179 8240 6,461 915 7,376

IP-Intergard 269 EGA 088/089 Red 382 0 45 0 382 45 427 480 260 5 265

IP-Interline925 THA125/THA127 White 60 0 785 100 60 885 845 880 0 520 520

IP-Interline 704 THA702/THA703 Grey 60 0 0 0 60 0 60 60 0 0 0

IP-Interline704 THA701/THA703 White(pink) 40 0 0 0 40 0 40 40 0 0 0

IP-Interbond 201 KDY999/KDA200 Black 40 0 0 0 40 0 40 40 0 0 0

IP-Interthane 990 PHB/PHA046 White 699 0 1,702 440 699 2,142 2401 2440 500 860 1,360

IP-Interthane 990 PHk724/PHA046 Storm grey 1,530 0 200 0 1,530 200 1730 1760 640 80 720

IP-Interthane 990 PHL 274/PHA046 Red 160 0 5,255 0 160 5,255 5415 5440 1,520 280 1,800

IP-Interthane 990PHY999/PHA046 Black 1,115 160 1,463 0 1,275 1,463 2738 2800 1,180 700 1,880

IP-Interthane 990 PHB 134/PHA046 Yelow 110 0 87 100 110 187 197 235 10 120 130

IP-Interthane 990 PHU73D/PHA046 Purple 20 0 0 0 20 0 20 20 5 0 5

IP-Interthane 990 PHU99K/PHA046 Green 20 0 0 0 20 0 20 20 5 0 5

IP-Interthane 990 PHC287/PHA046 Red 100 0 113 0 100 113 213 220 5 0 5

IP-Interthane 990 PHC065/PHA046 Yelow(PHX 34 Canary) 10 0 0 0 10 0 10 10 0 0 0

IP-Intergard 7600 KUA760/KUA764 Red aluminiu 140,798 4,000 10,225 9,500 144,798 19,725 159538 159600 144,960 10,920 155,880

IP-Intergard 7600 KUA761/KUA764 Red 38,223 0 2,798 2,000 38,223 4,798 41021 41100 34,980 4,356 39,336

IP-Intergard 7600 KUA763 /KUA764 Grey 92,003 7,500 7,433 10,400 99,503 17,833 117336 117420 98,740 12,320 111,060

IP-Intergard 7600 KUA766/KUA764 Of white 13,629 4,000 1,295 2,000 17,629 3,295 18924 19000 15,720 2,560 18,280

IP-Intertherm 891HTA002 Aluminium 40 0 21 0 40 21 61 70 60 0 60

IP-SHOPPRIMER-Interplane 937 grey(NQA933/A) 1,430 0 122 0 1,430 122 1552 1600 1,020 160 1,180

IP-Thinner GTA 004 454 0 126 0 454 126 581 725 475 125 600

IP-Thinner GTA 007 907 160 500 0 1,067 500 1568 1625 975 0 975

IP-Thinner GTA 220 14,963 1,440 1,572 2,950 16,403 4,522 20925 21075 14,090 2,778 16,868

IP-Thinner GTA 713 237 0 391 0 237 391 627 700 225 150 375

IP-Thinner GTA 820 85 0 31 0 85 31 116 250 25 25 50

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Changing of paint management system. Was created two new location for same paint store. Actual structure of paint store: - Old location, 1 : paint storage for GSI paint and 0300 stock - New location, 2 : paint storage for Block Painting Team & Pre Outfitting Team - New location, 3 : paint storage for Hull Painting Team Signature of agreement : DATE Implementation : starting with X project .

Monitoring to identify areas with big paint consumption and issue countermeasures.

MOU Contract

Theme name Optimization of Hull Painting jobs

Area Condition & Problems Proper Condition

Monitoring & control of hull painting activities. Improper hull painting L/T Standards. L/T Standard for Hull Painting activities and implementation at Foreman level.

Improve communication. Poor relation between involved departments. Monthly common meeting .

Problems issued by production process. Too much rework (int. + ext.). Make report / feed-back from post-process to pre-process and internal training.

Weekly schedule. Weekly schedule without Dock & Quay Middle Schedule influence.

Weekly schedule based on Dock & Quay Middle Schedule.

Responsibility of persons from production. Low control and monitoring of hull painting activities on board.

Hull Painting G/L’s – to be as key persons by project.

Detailed content

Objective

Goal KPI As - Is Target Improvement Ratio Remarks

Reduce

rework

Container ship 15% 12% 20% Improvement ratio

depend on pre-process

involvement

(jobs finalizing).

Bulk-carrier 26% 21% 20%

Reduce L/T for ballast tank 34 days 23 days 30%

Reduce add paint consumption 140% 112% 20%

Reduce rework

MOU

Leader

Approval

Production Unit Dir. Vice President

Production Support Unit Dir.

Sponsor Outdoor Hull Head Div. President Management Unit Dir.

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VI. Plan Afterward

Task 2013 2014

May Jun Jul Aug Sep Oct Nov Dec Jan Feb

1. Enhance planning of painting activities

from dock & quay stage

1.1. Dock & Quay Middle Schedule implementation at Foreman level through weekly schedule x x x x x x x x x

1.2. “Increase control for pre-processes and support of painting activities” (TFT) x x x x x x x x x

1.3. Hull Painting Group Leaders: to be as key persons . x x x x x x x x x

1.4. Equipment Load Schedule taking in consideration all 4 seasons based on Dock & Quay Middle Schedule. x x x

1.5. “Optimize of painting equipments” - identify optimal solutions for equipments ( TFT ) . x x

2. Minimize rework

2.1. Rework External reducing by making and sending Back Charge report to Pre-Process . x x x x x x x x x x

2.2. Rework Internal reducing by countermeasures and internal training . x x x x x x x x

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Task 2013 2014

May Jun Jul Aug Sep Oct Nov Dec Jan Feb

3. Implementation of L/T standard for Hull

Painting activities (main areas)

3.1. Preparing standard sheet for painting activities L/T for main areas. x

3.2. Common meeting with all Hull Painting G/L for them training regarding this standard L/T sheet. x x x x

3.3. Collecting data from production – Hull Painting G/L. x x x x x x x x x x

3.4. Standardization of hull painting L/T on main areas. x x x x x x x


4.1. Paint Consumption report (including costs) - make &

keep up date every 2 weeks/month and at delivery

of the vessel. x x x x x x x x x x

4.2. Monthly meeting with involved departments. x x x x x x x x x

4.3. Change actual system of paint management trough split in 2 independent parts of actual paint store. x

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VI. Plan Afterward

Optimization of Hull Painting Jobs

Documents

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